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Orthopedics Strategic Plan Template

Orthopedics Strategic Plan Template. Marketing and Planning Leadership Council. Marketing and Planning Leadership Council. How to use this template. Marketing and Planning Leadership Council. Instructions.

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Orthopedics Strategic Plan Template

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  1. Orthopedics Strategic Plan Template Marketing and Planning Leadership Council

  2. Marketing and PlanningLeadership Council How to use this template Marketing and Planning Leadership Council Instructions The orthopedics Strategic Plan Template assists you in developing a ready-to-present strategic plan that is goal-oriented, actionable, measurable and aligned with institution priorities. The template provides direction on key steps of the planning process: performance analysis, market assessment, strategic plan design, and plan evaluation. Review the available tools and exercises included in this document and add and remove slides to match the level of detail you need. The template is designed to be used as an active document across the life of the strategic plan. Progress on the plan can be continuously tracked using the scorecard provided and modifications can be made as needed. Templates for financial planning, implementation planning, and communication planning are also included. This template can be used for an individual hospital, service line or multihospital system service line. Throughout the template, “institution” is used to refer to either the hospital or the health system. The “notes” section of each slide describes the purpose of each component and provides instructions for the specific task to complete. Where appropriate, links to additional resources are provided to assist in the analysis. Further instructions appear on the slides as place holders and examples are provided throughout the template slides in italics. After completing the template, remove the Advisory Board slides (in red), and delete/replace all placeholder and sample text that appears on the slides to share the presentation with stakeholders.

  3. Add your institution’s logo here Orthopedics Strategic Plan DATE VERSION (E.g., Draft, Final, Draft 3.0) Program/Department Name

  4. Road Map Strategic Plan Overview 1 2 3 4 CURRENT PERFORMANCE ANALYSIS FUTURE MARKET ASSESSMENT PLAN DESIGN PLANSUMMARY • Goals & Objectives • Initiative Design • Initiative Prioritization • Financial Summary • Implementation Timeline • Total Investment Summary • Interdepartmental Support • Performance Scorecard • Communication Plan • Mission and Vision • Previous StrategicPlan Review • Volumes • Patients • Payers • Payment Reform • Employers • Physicians • Competitors • Technology • Regulatory Changes

  5. Current Performance PLANSUMMARY CURRENT PERFORMANCE FUTURE MARKET ASSESSMENT PLAN DESIGN

  6. Current Performance Mission and Vision Institution Mission and Vision Describe your institution mission here. Orthopedics Service Line Mission and Vision Describe your service line mission here.

  7. Current Performance Key Accomplishments 20XX-20XX 20XX-20XX Strategic Plan Review

  8. Current Performance Key Metrics 20XX-20XX 20XX-20XX Strategic Plan Review INCREASE SHARE IMPROVE QUALITY MAINTAIN MARGINS • Describe factors/challenges that contributed to why you were not able to meet your target. • Describe factors/challenges that contributed to why you were not able to meet your target. • Describe factors key to surpassing your target.

  9. Future Market Assessment PLAN SUMMARY CURRENT PERFORMANCE FUTURE MARKET ASSESSMENT PLANDESIGN

  10. Marketing and PlanningLeadership Council Orthopedics—Inpatient Service Line Forecast Compendium Inpatient Volume Estimated Growth Rate, 2012-2017 Volume Mix 2012 Volume 41K Multiple Major Joint Procedures 172K General Medical Orthopedics 1.1M Major Joint Replacement 91K Revision of Joint Replacement 5-Year Growth: +5% 123K Other Surgical Orthopedics 169K Medical Trauma (Orthopedics) Other Surgical Ortho Joint Replacement 542K Surgical Trauma (Orthopedics) Hand and Foot 24K Foot Procedures Sports Med 146K Sports Medicine General Medical Ortho 21K Hand Procedures Medical Trauma Surgical Trauma Demographic Clinical Market Increasingly elderly, obese population to drive joint replacement, fracture volumes Expanding joint replacement therapy to younger, older, sicker patients Surgeon preference continuing to shift sports medicine cases to ambulatory settings Increasing number of previous joint replacement patients and survivorship of patients increases revisions Technical advancements allow for earlier intervention with partial joint replacement Poor economic conditions reducing ability to pay, willingness to undergo elective therapy Drivers/Barriers Technology advances allowing procedures to migrate to outpatient setting Scrutiny of appropriateness to restrain some volume growth Increasing activity rates lead to increased joint replacement and sports med volumes Osteoporosis screening and prevention reducing acute episodes Fill in here Use of regional anesthesia and aggressive rehab programs enabling joint replacement to shift outpatient

  11. Marketing and PlanningLeadership Council Orthopedics—Outpatient Service Line Forecast Compendium HOPD Volume Estimated Growth Rate, 2012-2017 HOPD Volume Mix 2012 Volume Total Hip Arthroplasty (THA) 4K Unicompartmental Knee Arthroplasty (UKA) 7K Total Knee Arthroplasty (TKA) 19K 5-Year Growth: 5% Hip Arthroscopy 14K Shoulder Arthroplasty 10K Carpal Tunnel Release 344K Joint Replacement Shoulder Arthroscopy 200K Fracture/Dislocation Foot Splint Application 726K Fracture Treatment General Surgical Ortho 882K Sports Medicine Knee Meniscus Repair 572K Hand Demographic Clinical Market Increasingly elderly, obese population to drive joint replacement, fracture volumes Minimally invasive, unicompartmental knee enabling outpatient shift Baby Boomer awareness, preference for treatment of pain increasing Increasing activity rates lead to increased joint replacement and sports med volumes Expanding joint replacement therapy to younger, older, sicker patients Lower (or negative) outpatient contribution profit limits willingness to perform outpatient joint replacement Drivers/Barriers Older, sicker patients require inpatient admissions Expanding use of arthroscopy to treat joint pain Scrutiny of appropriateness to restrain some volume growth Fill in here Growing preference for conservative care slows growth of surgical therapies Growing number of ASCs competing for HOPD cases 1 Contribution profit for joint replacement procedures performed in HOPD settings is negative.

  12. Future Market Assessment Orthopedics Patient Mix and Financial Contribution by Care Setting Inpatient Care Contribution Profit Volume Other Surgical Ortho Other Surgical Ortho Hand and Foot Joint Replacement Joint Replacement Sports Med Hand and Foot Sports Med General Medical Ortho General Medical Ortho Medical Trauma Medical Trauma Surgical Trauma Surgical Trauma Hospital Outpatient Department Volume Contribution Profit Joint Replacement Foot Fracture/Dislocation General Surgical Ortho Hand Foot Sports Medicine General Surgical Ortho Fracture/Dislocation Sports Medicine Joint Replacement Hand Source Advisory Board Data and Analytics Group.

  13. Future Market Assessment Market Forces Impacting Orthopedics Services, 2011-2016 • Patients • E.g. ., Structure pre- and post-operative patient education to reinforce expectations for surgery and involve family members in pre-discharge rehabilitation • XXX • Payers • E.g., Necessary to show how our program reduces overall cost of care for patients to remain provider of choice for payersunder shift to value based care. • XXX • Regulatory Changes • E.g., Orthopedics quality performance scrutinized under Value Based Purchasing • XXX • XXX • Payment Reform • E.g., Will need to extend care across the care continuum by standardizing the approach to consultation, pre-operative education and pain management • XXX • Technology • E.g., Consolidation of vendors and devices to manage down costs of implants • XXX • Employers • E.g., Explore relationships with employers on bundled payments for joint replacement surgeries for employees • XXX • Competitors • E.g., Hospital B’s updated facility and new equipment will make it difficult to compete for top talent, need to send clear messages to potential recruits of high-quality facilities at Hook. • XXX • Physicians • E.g., Explore co-management arrangements with specialists to align with system initiatives and cost control efforts • XXX

  14. Future Market Assessment Patients: Estimated Prevalence of Chronic Disease Utilization of Orthopedic Services by Patients with Rheumatoid Arthritis/Osteoarthritis Implications of prevalence of chronic condition on utilization of services • Describe impacts here • E.g., The continued growth in prevalence of osteoarthritis/rheumatoid arthritis will increase the demand for orthopedic services, especially for joint replacement.

  15. Future Market Assessment Patients: Geographic Distribution of Market by Region Potential Target Market Areas Patient Origin by Region Zip Code or County Region 4 Region 1 Region 2 Region 3 Implications of geographic distribution of patients across service area: • Describe impacts here

  16. Future Market Assessment Patients: Age Distribution Comparison of Hook Patient Distribution to Current Region and Future Region Distribution Percentage of Population by Age, 2012 Percentage of Population by Age, 20XX Hook Hospital Patients, 2012 Neverland County, 2012 Hook Hospital Patients, 20XX Neverland County, 20XX Under 18 18 to 44 45 to 64 65 and Over Implications of shifts in age distribution on services: • Describe impacts here

  17. Future Market Assessment Patients: Payer Mix Comparison of Hook Patient Distribution to Current Region and Future Region Distribution Percentage of Population by Insurance, 2012 Percentage of Population by Insurance, 20XX Hook Hospital Patients, 2012 Neverland County, 2012 Hook Hospital Patients, 20XX Neverland County, 20XX Medicare Medicaid Commercial Uninsured Other Implications of shifting payer mix: • Describe impacts here • E.g., Current payer mix at Hook does not reflect distribution at market level, need to attract patients with commercial payer insurance.

  18. Future Market Assessment Payers: Anticipated Changes in Reimbursement Models, Levels Key Hook Hospital Payers: X, Y, Z Implications of the shifts in payer strategy: • Describe impacts here • E.g., Necessary to show how our program reduces overall cost of care for Orthopedics patients to remain provider of choice for payers.

  19. Future Market Assessment Payment Reform Hook Hospital’s Payment Reform Strategy Impact on Orthopedics Service Line Payment model under consideration by institution: Discuss the payment model(s) your hospital is moving towards here. E.g., Participating in Medicare Shared Savings Program. Implementation Actions : Patients and Services Affected: • List steps the institution has taken towards implementing the new payment model. • List patient groups and specific services that will be affected by this shift. Implications of the shift in payment model: • Describe impacts here • E.g., Restricting surgeries to only the most appropriate cases to avoid overutilization of surgical procedures.

  20. Future Market Assessment Employers: Anticipated Growth, Shifts in Payment Strategies Implications of the shifts in employer size, strategy: • Describe impacts here • E.g., E.g., Lily Manufacturing Co. represents viable, insured population; potential to build relationship with Lily to contract care for Orthopedics patients.

  21. Future Market Assessment Employed Physicians: Anticipated Changes in Staffing and Leadership Estimating Physician Need US Population in Millions 308 M 322 M 335 M Orthopod/ 100,000 People 7.1 6.8 6.5 1US Department of Health and Human Services, “The Physician Workforce: Projections and Research into Current Issues Affecting Supply and Demand ,” December 2008. Implications of physician employment trends: • Describe impacts here • E.g. Number of expected retirees will exacerbate current capacity issues; necessary to bolster recruitment efforts.

  22. Future Market Assessment Independent Physicians: Referral Planning Hook Hospital Orthopedics Referring Physicians and Practice Watch List Implications of physician referral trends: • Describe impacts here • E.g., Significant referral leakage to Hospital B will impact volumes, need to assess why physicians are choosing B over us.

  23. Future Market Assessment Building Referral Relationships in Orthopedics Top Referring Specialties to Orthopedic Surgery1 N = 253,000 Patient Records Other General Surgery Pain Management Physical Therapy Emergency Medicine Internal Medicine & General Practice Podiatry 1Excludes those patients referred by “orthopedic surgery” pr with no referral specialty named. Implications of referral sources: • Discuss implication of referral distribution amongst physicians and specialists • Primary care physicians (PCPs) drive the largest share of referrals to the orthopedic specialty. Podiatrists, however, may be an underserved referral source.

  24. Future Market Assessment Competitors: Market Competition Assessment Implications of shifts in competitors’ growth efforts: • Describe impacts here • E.g., Hospital B’s updated facility and new equipment will make it difficult to compete for top talent, need to send clear messages to potential recruits of high-quality facilities at Hook.

  25. Future Market Assessment Technology: Overview of Orthopedics &Spine Technology Implications of technological changes: • Describe how current technology capacity compares to the market and how this impacts the service line. • Deep Brain Stimulation (not yet FDA-approved for depression or epilepsy). • Vagus Nerve Stimulation. • Tissue Plasminogen Activator. • Magnetic Resonance Imaging. • Positron Emission Tomography-Computed Tomography. • Magnetoencephalography. • Intraoperative MRI. • Intraoperative CT.

  26. Future Market Assessment Technology: New Technology Needs Implications of technology needs on service line: • Describe the impact here

  27. Future Market Assessment Regulatory Impact

  28. Future Market Assessment Themes Emerging Across Future Market Assessment 1 2 3 4 5

  29. Strategic Plan Design PLANSUMMARY CURRENT PERFORMANCE ANALYSIS FUTURE MARKET ASSESSMENT PLANDESIGN

  30. Strategic Plan Design Defining Terms Goal Objective Initiative Definition Institution level goals that address broad strategic issues defined by the leadership such as growth, quality, patient satisfaction, physician alignment, financial health, etc. Program-specific, high level action items that address system level goals such as increase brand awareness, promote secondary market, increase technology utilization, etc. Focused action items that meet adefined objective such as implement 24/7 patient information hotline, launch media campaign to promote service, develop internal processes, etc. • Grow Volumes • Improve Patient Satisfaction • Increase Market Share • Improve Care Process Examples • Specialist Consult Hotline • Patient Flow Assessment • % Increase in Volumes • % Increase in Patient Satisfaction • % Increase in Primary and Secondary Market Share • Decrease in Wait-time to Consult • Number of Referrals Generated per Month • Decrease in Total Appointment Duration Sample Metrics 30

  31. Strategic Plan Design Institution Level Goals & Orthopedics Objectives Goal Objective Initiative Institution Goals Improve Patient Satisfaction Goal #3 Goal #4 Goal #5 Grow Volumes • Objective #1 • Objective #2 • Objective #3 • Objective #1 • Objective #2 • Objective #3 • Objective #1 • Objective #2 • Objective #3 • Increase market share • Capture latent demand • Strengthen relationship with referring physicians Service Line Objectives • Improve Care Processes • Improve Outpatient Experience • Improve Patient Engagement

  32. Marketing and PlanningLeadership Council Objective and Initiative Design Instructions • Goal #1: Grow Volume • Objective #1: Increase Share • Initiative #1: 24/7 Specialist Consult Line • Initiative #2: Host Educational Seminars for At-Risk Individuals (Golfers. Skiers, Tennis Players, etc) • Objective #2: Strengthen Referrals • Initiative #1: Physician Survey • Initiative #2: Revamp Physician Liaison Program • Prioritization of Initiatives Related to Goal • Financial Summary of Initiatives Related to Goal • Implementation Timeline for Initiatives Related to Goal Marketing and Planning Leadership Council Strategic Plan Design The following section of the strategic plan template will assist you in designing, prioritizing, and planning initiatives that address measurable service line objectives. This section is organized by institution level goal. For each goal-based sub-section, add one slide for each objective outlined on the Institution Level Goals & Orthopedics Objectives page. Then add one slide for each initiative that corresponds to the objective. For each institution level goal, you may have 1-3 objectives and for each objective, you may have several initiatives. Finally, for each sub-section, prioritize initiatives, summarize financial resources required, and provide a high-level implementation timeline. For example, a subsection might include the following slides There are three sets of strategic plan design slides in this template: Blank Template Slides—copy and paste these slides as needed to complete your plan [Goal #X – 6 Slides] Sample Set 1—examples of how the template might be completed [Grow Volumes – 6 Slides] Sample Set 2—examples of how the template might be completed [Improve Patient Satisfaction – 6 Slides] After completing the strategic plan design slides, delete the sample slides and blank slides.

  33. Goal #X: Goal Strategic Plan Design

  34. Goal #X: Goal Objective #X: Title Goal Objective Initiative DRIVERS Internal External • Describe internal drivers here • Describe external drivers here BARRIERS External Internal • Describe internal barriers here • Describe external barriers here

  35. Goal #X: Goal Objective #X: Title Goal Objective Initiative Initiative #X: Title Description

  36. Goal #X: Goal Initiatives to Goal Goal Objective Initiative Prioritization of Initiatives by Potential Impact and Feasibility Highest Priority High Potential Impact on Goal Lowest Priority Secondary Priority Secondary Priority Low Low High Feasibility of Implementation • Initiative 1 • Initiative 3 • Initiative 2 • Initiative 4

  37. Goal #X: Goal Financial Summary Goal Objective Initiative Investment Required for Initiatives to Goal

  38. Goal #X: Goal Implementation Timeline Initiatives related to Goal

  39. Goal #1: Grow Volumes Strategic Plan Design

  40. Goal #1: Grow Volume Objective #1: E.g., Increase Market Share by % Goal Objective Initiative DRIVERS Internal External • Strong referral protocols from employed physician practices • Substantial marketing and advertising budget • Competitor closing down facilities, scaling back on service offerings • Currently unmet demand within the market BARRIERS External Internal • Lack of capacity in region 3 • EMR integration behind that of competitors • Competitor employing significant numbers of new physicians

  41. Goal #1: Grow Volume Objective #1: E.g., Increase Market Share by X% Goal Objective Initiative Initiative #1: Specialist Consult Hotline A specialist consult hotline will operate during business hours to provide patients and potential new patients with phone consultations with trained specialists. Hotline operators will: Answer general questions about Orthopedics-related services and health concerns. Direct potential patients to specialists and assist in appointment scheduling. Answer questions if a patient’s specialist is not reachable. Direct callers to education resources for patients and family members.

  42. Goal #1: Grow Volume Initiatives to Grow Volume Goal Objective Initiative Prioritization of Initiatives by Potential Impact and Feasibility Highest Priority High • Initiative 6 • Initiative 4 • Initiative 2 • Initiative 3 Potential Impact on Volume • Initiative 5 • Specialist Consult Line Lowest Priority Secondary Priority Secondary Priority • Initiative 7 Low Low High Feasibility of Implementation

  43. Goal #1: Grow Volume Financial Summary Goal Objective Initiative Investment Required for Initiatives to Grow Volume

  44. Goal #1: Grow Volume Implementation Timeline Goal Objective Initiative Initiatives Related to Growing Volume

  45. Goal #2: Improve Patient Satisfaction Strategic Plan Design

  46. Goal #2: Improve Patient Satisfaction Objective #1: Improve Care Process Goal Objective Initiative DRIVERS Internal External • New phone triage and scheduling line • Wait times now posted online • Patient population well-educated and health literate, comfortable with new care models • Local payers beginning to reimburse for care coordination efforts BARRIERS External Internal • Only 50% of physician practices on EMR • Lack of effective means for communication between hospital departments • Physician shortage resulting in long wait times; physician recruitment highly competitive • Local payers not yet reimbursing for alternative visits types such as e-visits, phone visits 46

  47. Goal #2: Improve PatientSatisfaction Objective #1: Improve Care Processes Goal Objective Initiative Initiative #1: Patient Flow Assessment A 4-person, multidisciplinary task force will design and conduct patient flow assessment to identify areas to streamline patient visits. The team will be responsible for: Identify issues in care flow affecting patient satisfaction. Prioritize top 3-5 opportunities Develop plan for implementing redesigned care process.

  48. Goal #2: Improve PatientSatisfaction Initiatives to Improve Patient Satisfaction Goal Objective Initiative Prioritization of Initiatives by Potential Impact and Feasibility Highest Priority High • Initiative 6 • Patient Flow Assessment • Initiative 2 • Initiative 3 Potential Impact on Patient Satisfaction • Initiative 5 • Initiative 4 • Initiative 7 Lowest Priority Secondary Priority Secondary Priority Low Low High Feasibility of Implementation

  49. Goal #2: Improve PatientSatisfaction Financial Summary Goal Objective Initiative Investment Required for Initiatives to Improve Patient Satisfaction

  50. Goal #2: Improve PatientSatisfaction Implementation Timeline Initiatives related to Improve Patient Satisfaction

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